An off-licence retailer turned to remote CCTV monitoring to look at two of its worst performing stores. From our October print magazine.
The aim was not only a safer working environment, but to analyse daily routine and trading performance compared to other, more successful, stores in the group. The trial not only dealt with crime, but was good for the business.
Before installation, Unwins knew that, like other retailers, their staff face intimidating and violet customers. There is also a need to confront minors seeking to buy alcohol and cigarettes, gangs of ‘steaming’ teenagers and cheque card fraudsters. But what of the unknown losses? The aim was to render transparent the processes associated with all relevant risks. Was enough care given to housekeeping? Were alarm systems set correctly; and was customer care up to the mark? After discussion, it was agreed that Bell Security would install an integrated system in the two stores, consisting of a combination of covert and overt cameras, microphones and intruder detection devices connected via an ADSL line to their remote management centre, Bell MIT, in Ilford, Essex. Unwins’ newly appointed Head of Corporate Risk Management, Mike Anderson, agreed to keep a watching brief on the stores from the Bell Security MIT centre. From here, they were able to scrutinise daily trading and witness and listen to events.
Mike Anderson and his team had advised local management that security systems were being installed for their protection and safety – but staff on-site were not, initially, made aware of the use of covert cameras and microphones. Bell also installed a suspicion button on the counter, besides a personal attack button, which the manager was encouraged to push if he became unduly concerned about a possible incident developing.
Within hours a local gang of teenagers entered a store and began a typical starburst distraction pattern. Some members of the gang engaged the manager while others entered the rear-of-store office areas looking for cash and high value merchandise. They weren’t aware that the suspicion button had been activated the moment they entered the store and that every move was being observed and recorded. One was seen to hide a bottle of champagne inside his jacket, while another was clearly observed searching the manager’s desk for cash. Both obligingly stared at the covert cameras.
Once the gang had left the shop, Bell staff were able to take control of the situation, talking directly with the manager via the two-way audio link. Clearly upset and unsettled by the incident, the manager was not following the strict procedures laid down by Unwins. Bell instructed him to lock the door, not to disturb any of the evidence and to immediately record the events in his incident book. Meanwhile, Bell had captured and secured the images of the offenders, contacted the local police and informed Unwins’ loss prevention team. Police, when shown the recorded events, identified the youths. Arrests followed. Most importantly, word began to spread on the street that Unwins were employing new technology, successfully. Mike Anderson was able to make several changes to working practices in stores and, by observing the daily routine of the managers, introduce improvements and new procedures for health and safety. Bell staff were instructed to engage the managers in conversation in quiet moments so Unwins staff gained awareness of the remote monitoring support.
After the first week, both managers were invited to visit Bell MIT to meet with the ‘voices behind the scene’ and to be shown the full capability of the system. Their main concern as lone workers had been a fear of intimidation and assault, however, with Bell’s support they no longer felt alone. At the push of the suspicion button they know that an operator is observing, ready to step in and assist, or call the police if required.
In a second incident, several teenagers had entered the store to purchase several expensive items with a credit card. Suspecting that they were minors and that the credit card was stolen, the suspicion button had been discreetly activated and Bell staff were monitoring as the manager closely questioned them. Agitated at the manager’s questions, voices started to be raised. At that point, the Bell staff intervened and by following an agreed procedure, defused the situation. As soon as the teenagers realised they were on camera, they left. A stolen credit card was recovered.
In a recent risk assessment of shops within the Unwins Group, the two pilot stores have shown dramatic improvements in turnover and staff confidence and satisfaction. Gangs no longer visit, the reported use of fraudulent cheque cards has shown a marked decrease, turnover has increased by 30 per cent, there has been no lost working time from assault or stress during the last six months. Staff confidence is high, th retailer reports, and opening and closing hours have stabilised, moving from from ‘erratic’ to ‘above average’. After this trial, Bell Security have been sharing its findings with the police and other national and local retailers . ASDA has begun a trial as part of its ‘Safe Place to Work and Shop’ project.
Steve Neville, Sales Director for Bell Security, has over 36 years’ experience in dealing with the risk management requirements of corporates and national retailers, Steve is very aware of the internal and external problems of retailers, having been involved with the introduction of source protection and RFID retail solutions in his 10-year tenure as Sales Director at Sensormatic. He says of the Bell monitoring staff: “Their calmness and ability to interface with possibly hostile customers, and defuse a potentially dangerous situation, has been the key to the success of this project. They have been trained to react to and manage potentially life-threatening situations in the banking industry – and their experience has proven to be invaluable when transferred to the retail sector. We have spent nine months quietly researching with Unwins and others to perfect a system and operational response procedures that our customers and their staff feel confident enough to work to, under some of the most stressful and intimidating situations in today’s working environment. This is not a system that should be marketed or sold as just another loss prevention deterrent, as people’s lives could be at risk through over-reaction by untrained operatives. I believe that through the experience of everyone involved in this project we will be making the retail sector a much safer place for staff and customers. It’s very pleasing to have been party to and instrumental to this change.”
